Training for Nevada Department of Health and Human Services, July and August 2013

1. Bret L. Simmons, Ph.D.
www.bretlsimmons.com
Training for Nevada
Department of Health and
Human Services
Leading Change

2. Agenda
• 9 am. Session 1: Leadership
• 10:15 am. Break
• 10:30 am. Session 2: Progress Principle
• Noon – Lunch
• 1 pm. Session 3: Switch
• 2:30 pm. Break
• 2:45 pm. Session 4: Organizational Citizenship
• 3:45 pm. Wrap-up

3. Primary Sources

4. Changes I need to make
• Sheet in the back of your handout
• Add two items after each session
• Prioritize top two in wrap-up session
• When you return to work
– Apply the change formula you will learn today
– Invite accountability
– Make continual improvement a habit

5. Exercise 1
How do you recognize
good leadership?

6. Leadership is..
Influence
Real Change
Relationship
Shared Purpose

7. Power (influence) is the
heart of leadership

8. Only when leaders and
followers actually intend
substantive,
transformative changes is
a leadership relationship
possible.

9. Trustworthy,
Interdependent Partners

10. Trust
Willingness to be
vulnerable to others in
risky situations

11. Trustworthy
• Ability
• Integrity
• Benevolent Intentions

12. Interdependent Partnership
Responsibility
Expectations
Accountability
Learning

13. Responsibility
• Foundation of interdependence
• Unless and until you assume full responsibility
for yourself, you force others to assume
responsibility for you
• Performance
– Master your current job
– Continuously improve how that job is done
• Caring

14. Expectations
• Framework of interdependence
• Know what’s expected of you
• Share your expectations of others with them
• Make this a team activity
• Promise to deliver

15. Accountability
• Binding strength of interdependence
• Two principles
– Always starts with you: performance, caring,
expectations, encourage and enable others
– When you look at others, look for solutions rather
than blame
• Don’t look the other way when it matters

16. Learning
• Fulfillment of interdependence
• Change in behavior
• Core performance technology
• If you stop learning and growing, you will
increasingly become either a burden or a
stranger to others at work

17. REAL Relationship
• Are you dependent, independent, or
interdependent in your work relationships?
How does your style of relating affect others
at work?
• Are you really learning and growing at work?
Name one thing you are doing better now
than 3 months ago.

18. 18
Purpose: The Missing Factor
Vision – where we are going
Mission – who, when, how we will
get there
Values – rules of engagement and
norms of behavior
Purpose – why we do what we do

19. 19
Purpose
• Never changes
• Short and easy for all to remember
• Serves as a guide for daily behavior
• When reasonable people disagree on the
“right thing to do”, purpose should be the
guiding principle

20. Purpose
Organizations flourish
when everyone
behaves purposefully

21. Process of Leadership
Trustworthy, interdepende
nt partners focused on real
change that advances the
shared purpose

22. Add two items to your list of
changes you need to make

23. Break!
Session 2 starts at 10:30

24. Session 2

25. Person
+
Environment (system)
=
Behavior

26. Behavior at Work
Person
Personality
Attitudes
Values
Perceptions
Emotions
Motivation
System
Policies
Procedures
Equipment
Hiring
Training
Staffing
Rewards
Performance
Evaluation
Supervision
Daily Events
Behavior
Helping
Civility
Tardiness
Absenteeism
Turnover
Participation
Preparation
Performance

27. Inner Work Life Effect:
“People do better work when they are happy, have
positive views of the organization and its people, and
are motivated primarily by the work itself.” (p, 47)

28. Workday
Events
Perceptions/thoughts
(Sensemaking about
workday events)
• The organization
• Managers, self, team
• The work
• Sense of
accomplishment
Emotions/feelings
(Reactions to
workday events)
• Positive emotions
• Negative emotions
• Overall mood
Motivation/drive
(Desire to do the work)
• What do to
• How to do it
• When to do it
• Whether to do it
Individual
Performance
Inner Work Life System
Amiable, T & Kramer, S. (2011). The Progress Principle

29. Even seemingly
mundane events – such
as small wins and minor
setbacks – can
significantly effect
inner work life

30. The Progress Principle
Events signifying progress
• Small wins
• Breakthroughs
• Forward movement
• Goal completion
The Catalyst Factor
Events supporting the work
• Setting clear goals
• Allowing autonomy
• Providing resources
• Providing sufficient time
• Helping with the work
• Learning from problems
and successes
• Allowing ideas to flow
The Nourishment Factor
Events supporting the person
• Respect
• Encouragement
• Emotional support
• Affiliation
Positive
Inner
Work Life
Amiable, T & Kramer, S. (2011).
The Progress Principle
1
2 3
Daily
Events

31. The power of setbacks to diminish happiness is
more than twice as strong as the power of progress
to boost happiness. The power of setbacks to
increase frustration is more than three times as
strong as the power of progress to decrease
frustration. (p. 92)

32. Meaning Killers
• Dismiss someone’s ideas
• Make employees doubt the work
they do is important
• Assign people to work for which
they are overqualified
• Keep people from assuming full
ownership of their work

33. Inhibitors
• Unclear goals
• Micro-management
• Lack of resources (e.g. information, equipment,
funding, personnel, training)
• Time pressure
• Punishment (vs. learning) from problems or
mistakes
• Shut down open discussion
• Increased workload + decreased control

34. Toxins
• Disrespect
• Discouragement
• Emotional neglect
• Antagonism

35. Daily progress doing
meaningful work

36. Team Leaders /
Immediate Supervisors

37. Whatever your level in the organization … you bear
some responsibility for the inner work lives of the
people around you (p. 181)

38. Recommendations
• Systematic awareness
• Stay tuned everyday
• Target support
• Check in – don’t check-up
• Events change the culture
• Tend to your own inner work life

39. Exercise 2
What are the catalysts and
inhibitors in your work
environment?
List at least three of each

40. Add two items to your list of
changes you need to make

41. Lunch!
Session 3 starts at 1 pm

42. Session 3

43. For anything to change, someone has to
start acting differently. Can you get
people to start behaving differently? (p.4)

44. Change Metaphor

45. Rider - Rational
– Deliberates,
analyzes, looks into
the future
– Provides planning
and direction
Elephant – Emotional
– Feels pain and
pleasure
– Provides the energy

46. Direct the Rider
Follow the bright spots:
Investigate and clone the successes

47. Destination
postcards:
Shows the Rider
where you are
headed and the
Elephant why the
journey is
worthwhile
Change is easier
when you know where
you are going and why
it is worth it

48. Script the critical moves
Be specific about the behavior you want to change

49. Direct the Rider
• What looks like resistance is
often a lack of clarity
• Clarity dissolves resistance

50. Motivate the Elephant
Find the feeling
Motivation comes from
confidence. The
Elephant has to believe
that it’s capable of
conquering the change

51. Shrink the change:
Break down the change until
it no longer spooks the
Elephant
Sense of progress is critical

52. Make change a matter of identity, not consequences
Who am I? What kind of situation is this? What
would someone like me do in this situation?

53. Grow your people
Encourage a growth
mindset by praising
effort rather than skill

54. Growth Mindset
• Talent is NOT fixed unless you
believe that it is. Treat talent as
something almost everyone
can earn, not that just a few
people own.
• Everyone can learn to work
smarter
54

55. Motivate the
Elephant
Change is hard because people
wear themselves out. What looks
like laziness is often exhaustion

56. Shape the Path
Tweak the environment. When the situation
changes, behavior changes

57. Build Habits
Supportive habits that are easy to embrace
and advance the new behavior

58. Action Triggers: Decisions you make to
execute a certain action when you encounter
a certain situation

59. Checklists help educate
people about what is best
by showing then the right
way to do something

60. Rally the Herd
Behavior is contagious; help it
spread

61. Shape the path
What looks like a people problem is
often a situation problem. When
you shape the path, you make the
change more likely, no matter
what’s happening with the Rider
and the Elephant

62. The law of
crappy systems
trumps the law
of crappy
people
62

63. Exercise 3
Identify a change that is happening
right now at work. Discuss ways
that you can direct the Rider,
motivate the Elephant, and shape
the Path to help improve the
success of this change

64. Add two items to your list of
changes you need to make

65. Break!
Session 4 starts at 2:45

66. Session 4

67. Organizational Citizens
Taker, Matcher, or Giver

68. Takers view success as attaining
results that are superior to others

69. Matchers see success in terms of balancing
individual accomplishments with fairness to
others

70. Givers characterize success as
individual achievements that have a
positive impact on others

71. How you give determines if
you will achieve long term
success or languish at the
bottom

72. Concern for Other’s
Interests
LOW HIGH
Concern
for
Self-
Interest
LOW Apathetic Selfless:
Self-
sacrificing
givers
HIGH Selfish:
Takers
Otherish:
Successful
Givers

73. Exercise 4
How can you improve the citizenship
behavior in your organization?
Discuss ways you can direct the Rider,
motivate the Elephant, and shape the
Path to create more otherish givers in
your organization.

74. Wrap-up
Add two more items to your list.
What are the top two changes that you
need to make?

75. Questions?

76. Changes I need to make
________________________
________________________
________________________
________________________
________________________
________________________
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77. Notes